The role of values in coping with health and economic threats of COVID-19.

The current research examined the role of values in guiding people's responses to COVID-19. Results from an international study involving 115 countries (N = 61,490) suggest that health and economic threats of COVID-19 evoke different values, with implications for controlling and coping with the pandemic. Specifically, health threats predicted prioritization of communal values related to caring for others and belonging, whereas economic threats predicted prioritization of agentic values focused on competition and achievement. Concurrently and over time, prioritizing communal values over agentic values was associated with enactment of prevention behaviors that reduce virus transmission, motivations to help others suffering from the pandemic, and positive attitudes toward outgroup members. These results, which were generally consistent across individual and national levels of analysis, suggest that COVID-19 threats may indirectly shape important responses to the pandemic through their influence on people's prioritization of communion and agency. Theoretical and practical implications are discussed.

Why Do I Seek Negative Feedback? Assessment Orientation, Self-Criticism, and Negative Feedback-Seeking.

Negative feedback plays an important role in employee performance improvement, yet little research has specifically examined the motivational factor that drives employees to seek negative feedback. Drawing from the regulatory mode theory, we propose that assessment orientation could increase negative feedback-seeking by triggering individual self-criticism and participative leadership could enhance this effect. Results from a two-wave lagged survey study obtained from 216 Chinese employees suggested that assessment orientation is positively correlated with negative feedback-seeking via the mediating role of self-criticism. Moreover, the positive effect of assessment orientation on self-criticism and the positive indirect effect of assessment orientation on negative feedback-seeking via self-criticism are both stronger when participative leadership is higher. These results enrich the literature on feedback-seeking and regulatory mode and are useful for increasing employee negative feedback-seeking behavior in the organization.